Altavia Belgium and the Power of Collective Intelligence
Altavia Belgium, part of the wider Altavia Group, works at the heart of retail marketing and communication. Its team of about seventy people supports retailers and brands with creative, digital, and operational services. But behind the agency’s work lies a story of deep cultural change. Years ago, Altavia Belgium looked like many traditional agencies: teams were fragmented, decisions concentrated at the top, and employees often worked in fear of making mistakes. Transparency was rare, responsibility was avoided, and belonging was weak.
This blog post is part of 80+ case studies of self-managing organizations we created for the ZeroDX awards 2025. These organizations embody the principles of RenDanHeYi in their work structures:
Zero Distance to customer: Decision what to build is based on insights from the marketplace
Autonomy: Small teams with full decision-making autonomy enable speed in execution
Shared Rewards: Everyone in the micro-enterprise participates in its financial success.
That climate began to shift in 2009 when the agency started experimenting with collective intelligence. Instead of top-down directives, people were invited to shape decisions together. Over time, employees co-authored a manifesto capturing their shared values and ambitions, and this living document continues to guide the company through an online platform where anyone can contribute. This move echoes RenDanHeYi’s emphasis on mission as co-created, where people’s voice defines the organisation’s direction.
To sustain and deepen this evolution, Altavia Belgium has been supported by the consulting agency Butterfly & Co.Their guidance has helped embed a human-centric culture, ensuring that the principles of collective intelligence and co-responsibility became not just slogans but everyday practices. Three pillars now guide the agency: collectiveintelligence, co-responsibility, and empowerment. Together, these pillars resonate with RDHY’s focus on distributedleadership and the belief that every person can act as an entrepreneur serving users.
The agency’s relationship with customers also carries these principles. Employees approach clients with the goal of simplifying their lives, especially at a time when many marketing departments face reduced staff. The collaborationbegins with workshops, followed by a learning period where employees build enough knowledge to become true sparring partners. Clients are onboarded into collaborative tools that replace email and give real-time visibility, while internal “tribes” form around shared energy and interest. These practices reflect RDHY’s idea of zero distance to the user, reducing barriers and creating direct, transparent partnerships.
Internally, leadership has redefined its role. The CEO works with five managers who take full responsibility for their teams. Weekly meetings between the CEO and managers cascade information, while monthly company-widemeetings include financial results, business updates, and open questions. Three employees are randomly chosen each time to speak, making dialogue more authentic. Transparency extends beyond these formal spaces: news is also shared informally in the kitchen, reinforcing that important information should reach everyone equally. Thisresembles RDHY’s principle of open and transparent platforms where information is shared without privilege.
Decision-making is also decentralised. Depending on the subject, teams agree on their purpose, process, and expected outcomes, and then select whether to decide by vote or with a facilitator. In financial terms, employees have access to profitability data on projects, clients, and team performance. Budgets are owned directly by the teams, linking everyday work to financial outcomes. This decentralisation of P&L responsibility is a clear reflection of RDHY’s micro-enterprise logic, where small teams act like businesses within the business.
When it comes to rewards, Altavia Belgium does not rely on individual bonuses. Success is celebrated collectivelythrough events and team-building activities. If a client provides a bonus, it is shared equally among all team members involved, based on the conviction that everyone contributes to the outcome. This approach resonates with RDHY’s principle of aligned incentives, turning collective achievement into shared celebration.
The contrast with the past is striking. What was once a workplace of fear and silos has become a community of co-responsibility and openness. In one recent example, employees directly questioned leadership about figures that seemed inconsistent with their experience. Instead of defensiveness, leaders welcomed the discussion, and the exchange led to shared learning about strategy and priorities. This moment captured the essence of cultural renewal:people felt safe to speak, leaders accepted accountability, and the organisation grew stronger.
Altavia Belgium’s transformation did not come from adopting a ready-made model. It grew out of years of experimentsin participation, transparency, and empowerment, reinforced by Butterfly & Co’s human-centric guidance. What stands out today is not a list of practices but the change in atmosphere. Employees who once hesitated to speak now take the microphone in company meetings. Teams that once hid behind hierarchy now own their numbers, their projects, and their relationships with clients. Leaders who once carried the burden of decision alone now share it with peoplewho feel trusted and capable. For many inside the company, this shift is not just about how work gets done, but about how it feels to belong to a place where their ideas matter and their voices are heard.
